The document discusses innovation and product failure. It suggests that new products often fail because they do not adequately fulfill the jobs customers need done in their lives. Customers are increasingly erratic and difficult to segment using traditional methods. Firms should focus on understanding the non-obvious jobs customers need fulfilled, and how new products can better address those needs through their impact on resources, processes and values within the firm.

1. Resources, Processes and Values Marketing Innovation Klaus Oestreicher

2. Abernathy & Utterback‘s Model Innovation Rate Time Product innovation Process innovation High rate of new entrants Exit strategies Few survivors Emergence of the standard design Innovators‘ & consumers‘ search for both sides acceptable product features

8. Innovation Needs Markets (Tidd et al. 2008, Oestreicher. 2007) Leadership & will to innovate The future of the market development needs to be addressed proactively  Effectiveness Appropriate structure Disruption will take place: Reengineering RPVs before it is too late (Christensen et al. 2002) Extensive communication Propagation of product benefits according to the customer’s & firm’s Value Chain (Porter. 2004) High involvement in innovation Collaboration: Innovation is rarely a result of a single Party (Hargadon. 2003) : Product  Infrastructure  Ecosystem (Adomavicius et al. 2008) External focus Embracing (hyper-)consumers’ new behaviour as new extended market opportunity (Lipovetsky. 2009) Learning organisation Following customers’ demand from pre-manufacturing to 1:1 market offer  Prosumer (Kotler et al. 2002)

9. Market Innovation: Mitchell et Coles / Abell / Hambrick and Frederickson Who innovates ? Who are the preferred clients? Where will the firm be active? What is innovated ? Which products and services does the firm offer? How will the firm achieve its objective? When will it be presented? Which is the firm’s value proposition? How will the firm win? Where will it be presented? How will the firm do this effectively? How will the firm obtain its revenues ? Why is it innovated? Which will be the firm’s speed and the sequences of its mouvements? How many RPV are used for presentation?

11. Vertical Vs Lateral Thinking (Kotler et al. 2005) Lateral marketing is not a replacement for vertical marketing. It compliments it

13. Lateral Mix Alternatives (Kotler et al. 2005) MARKETING MIX MARKET SUBSTITUTE INVERT COMBINE EXAGGERTE ELIMINATE REORDER PRODUCT

16. Conclusion “ In a turbulent age, the only dependable advantage is reinventing your business model before circumstances force you.” Gary Hamel and Liisa Valikangas

18. Jobs-to-be-done Marketing Innovation Klaus Oestreicher

23. The Blu-ray Case Opportunities and Struggle

25. CAC (simplified model)

29. Blu-ray Is Not the Ideal Final Result … … since it is not any conceivable film, in perfect quality, on any medium, and free of charge” TRIZ theory

30. Assessment I Performance Time Sustainable Innovation Improved products for established markets Disruption from the inferior end Consumer expectations are exceeded by a business model of lower costs Trajectory of organisational improvements Trajectory of consumer expectations

31. Assessment II Measurement of different performance Time New market disorganisation Competition against Non-consumption Performance Time Sustainable Innovation Improved products for established markets Disruption from the inferior end Consumer expectations are exceeded by a business model of lower costs Non-consumers Context of non-consumers Trajectory of organisational improvements Trajectory of consumer expectations